Nima Heirati

Dr Nima Heirati

Senior Lecturer (Associate Professor) in Marketing
+44 (0)1483 682016
12 MS 03
Semester 2 2019-20: Tuesday 13:00-15:00


Areas of specialism

Innovation Strategy; Service Marketing; Business Relationships


Research interests

My teaching

My publications


Heirati Nima, O'Cass Aaron (2015) Supporting new product commercialization through managerial social ties and market knowledge development in an emerging economy, Supporting new product commercialization through managerial social ties and market knowledge development in an emerging economy Springer
While it has been advocated that the generation and application of market knowledge shape marketing capabilities to commercialize new products, the weak institutional environment makes access to critical market knowledge challenging in emerging economies. Critically, managerial social ties with business and political institutions may complement the firm?s market orientation (MO) to obtain market knowledge that is not available in the open market in emerging economies. This study draws attention to the differential roles of business and political ties in complementing or inhibiting the effects of market orientation on exploratory and exploitative marketing capabilities in one of the ?Next Eleven? emerging economies, Iran. The results help firms operating in emerging economies to identify the conditions under which business and political ties help to overcome institutional limitations, complement market-oriented efforts, and successfully commercialize new products.
Heirati Nima, O'Cass Aaron, Sok Phyra (2017) Identifying the resource conditions that maximize the
relationship between ambidexterity and new product
Journal of Business and Industrial Marketing Emerald
Service innovativeness represents a key source of competitive advantage and a research priority. However, empirical evidence about how service firms successfully offer novel and meaningful services is scarce, particularly in the context of business-to-business (B2B) service firms. Drawing on the B2B collaborative perspective and KBV, we aim to investigate when customer and supplier collaboration are more beneficial to drive service novelty and meaningfulness. Using data of 186 B2B service firms, the results reveal that collaboration with customers and suppliers are not equally beneficial to drive both novelty and meaningfulness and their outcomes can be amplified or lost under specific conditions. Customer collaboration is more beneficial to increase novelty in the presence of exploratory learning and employee collaboration. Contrary, supplier collaboration drives novelty only at higher levels of exploratory learning. Further, supplier collaboration is more beneficial to improve meaningfulness at higher levels of employee collaboration. Finally, the positive outcomes of both customer and supplier collaboration disappear in the presence of knowledge tacitness. Our findings provide new insights about drivers and contingencies that affect different aspects of service innovativeness.
Heirati Nima, O'Cass Aron, Ngo Liem Viet (2012) The contingent value of marketing and social networking capabilities in firm performance, Journal of Strategic Marketing Taylor and Francis
Recent research shows a continued interest by scholars in understanding the extent that firms develop and deploy marketing capability in an effort to enhance their market- and financial-performance. In conjunction with the marketing literature, relational governance scholars suggest that social networks can provide access resources and knowledge required to perform business activities which assist in achieving performance objectives. Yet, the literature is almost silent about the extent that social networks assist market oriented firms in their efforts to develop superior marketing capability to enhance performance. The findings from a survey of 160 firms in an emerging Middle Eastern economy show that market oriented firms are better at developing and deploying marketing capability when the levels of business, political, and academic ties are high.
Schoefer Klaus, Wappling Anders, Heirati Nima, Blut Markus (2019) The moderating effect of cultural value orientations on behavioral responses to dissatisfactory service experiences, Journal of Retailing and Consumer Services 48 pp. 247-256 Elsevier
The increasing globalization of markets and the ease with which services now cross national boundaries provide a compelling reason for understanding the cultural context of service delivery and consumption. Addressing this particular issue, the current study builds upon and extends an emerging line of academic inquiry by investigating the moderating effects of cultural differences on behavioral responses to dissatisfactory service experiences. Using a cross-sectional survey design, the present study's findings indicate that culture, measured by an individual's cultural value orientation along the Hofstede dimensions of individualism/collectivism, masculinity/femininity, power distance, uncertainty avoidance and long-term/short-term orientation, has indirect effects on voice, exit, negative word-of-mouth and third-party responses. These findings have significant implications for the theory and practice of international service management.
Blut Markus, Heirati Nima, Schoefer Klaus (2019) The Dark Side of Customer Participation: When Customer Participation in Service Co Development Leads to Role Stress, Journal of Service Research pp. 1-18 SAGE Publications
While numerous studies have examined the benefits of customer participation (CP), understanding of the dark side of involving customers in service firms? processes is limited. This study proposes that the changing role of customers who actively participate in service co-development can cause role stress and negative feelings, which may, in turn, reduce customer satisfaction and the perceived value of participation. We develop and test a comprehensive role theory-based framework for CP?role stress. Using a video-based experiment, behavioral lab experiment, and field study, we find that greater CP leads to heightened role stress, including role conflict, role overload, and role ambiguity. These adverse effects occur contingent on customers? prior participation experience and firm-provided support. Furthermore, role stress effects vary across service co-development types depending on (a) the scope of the task (i.e., open task, closed task) and (b) the beneficiary of participation (i.e., customer, general market). Specifically, adverse effects are stronger for open than for closed tasks, and they also tend to be stronger when the beneficiary is the general market rather than the individual customer. These findings emphasize the need for more cross-context theorizing in CP research. Managers should consider these adverse effects and implement measures that reduce role stress.
O'Cass Aron, Heirati Nima, Ngo Lem Viet (2014) Achieving new product success via the synchronization of exploration and exploitation across multiple levels and functional areas, Industrial Marketing Management 43 pp. 862-872 Elsevier
While ambidexterity has been identified as a critical prerequisite for new product success, synchronizing exploration and exploitation in practice represents a multifaceted enigma. Ambidexterity is not in reality limited to a single organizational level, or a specific functional area. Firms become ambidextrous when corporate-level exploratory and exploitative strategies interact with operational-level exploratory and exploitative capabilities across multiple functional areas. Data from a sample of technology-intensive industrial firms using a multi-informant design shows that operational-level exploratory and exploitative product innovation and marketing capabilities allow firms to implement corporate-level exploratory and exploitative strategies in the context of new product development (NPD). Further, the findings reveal that the integration of exploratory product innovation-exploratory marketing and exploitative product innovation-exploitative marketing are significant for the implementation of exploratory and exploitative strategies over deploying each capability in isolation. Finally, we show that the implementation of exploratory and exploitative strategies drives new product success through creating distinct positional advantages to customers in the form of both differentiation and cost efficiency. These positional advantages help to better explain the effects of exploratory and exploitative capabilities on new product market performance.
Heirati Nima, O'Cass Aron, Schoefer Klaus, Siahtiri Vida (2016) Do professional service firms benefit from customer and supplier collaborations in competitive, turbulent environments?, Industrial Marketing Management 55 pp. 50-58 Elsevier
Although recent research on business-to-business professional service firms (PSFs) emphasizes the role and consequences of collaboration with business partners, we know little regarding the conditions under which bright-side benefits of PSF interfirm collaboration turn into dark-side drawbacks. Our study shows that customer and supplier collaborations have both bright and dark sides, and their benefits with respect to helping a PSF to drive service performance are contingent on the levels of the environmental competition and turbulence. In particular, we show that increasing levels of competitive intensity and environmental turbulence encountered by a PSF can diminish the capacity of customer and supplier collaborations to drive service performance. When the level of competitive intensity increases, the benefits of customer collaboration become more positive; however, the dark-side of supplier collaboration becomes more pronounced, which negatively influences service performance. When the level of environmental turbulence increases, the dark-side of customer and supplier collaborations becomes more critical and the benefits derived from interfirm collaboration to promote service performance can be lost.
Purpose: This study addresses the extent that the deployment of and complementarity between marketing mix, brand management, and customer relationship management capabilities provide firms the capacity to transform their market knowledge into effective responsive actions that help to achieve new product success.
Methodology: A questionnaire was used as the primary means of data collection. Data from 160 large B2B firms across a variety of industries in Iran were analyzed using partial least squares regression to test the hypothesized paths.
Findings: The results show that (a) market-oriented firms are better at deploying marketing mix, brand management, and customer relationship management capabilities, and these capabilities help to drive new product performance and (b) the complementarity between these marketing capabilities enhances the firm?s capacity to achieve new product success more than deploying each capability in isolation.
Contributions: In contrast to many existing studies, this study is the first to examine the role of marketing mix, brand management, and customer relationship management capabilities and their complementarity as intervening mechanisms in the relationship between MO and new product performance. Further, this study extends the marketing literature by investigating the role of different forms of marketing capabilities in a complementary fashion in the context of a Middle-Eastern economy.
Bahreini Mohammad Ali, Dehkordi Ali Mobini, Heirati Nima, Meigounpoory Mohammad Reza (2018) The evolution of business relationships between technology-intensive new ventures and incumbents during the new product development process, International Journal of Innovation Management World Scientific Publishing
This study investigates how technology-intensive new ventures shape and manage their relationships with incumbents to successfully develop new products. We undertake the dynamic views of business relationship to reveal under what conditions new ventures should emphasize more on transactional contract or alliance approach to develop their relationships with incumbents. Using longitudinal multiple case analysis, we show that transactional contract is less effective during discovery and development stages to facilitate knowledge share and collaborative learning between new ventures and incumbents. However, adopting transactional contract is essential during commercialization to strengthen the relationship, minimize the drawbacks of social bonds, and motivate both parties to engage in new projects. The results show that tensions between exchange partners are likely to increase when the incumbent is flexible to re-negotiate and share the fair benefits during the commercialization stage. Our findings provide new insights about the evolution of new ventures? relationships with incumbents across NPD stages.
O'Cass Aron, Siahtiri Vida, Heirati Nima (2020) Unlocking solution provision competence in knowledge-intensive business service firms, Industrial Marketing Management Elsevier
Business services markets are very competitive and a key challenge for knowledge-intensive
business service (KIBS) firms is delivering effective solutions for business customers. As
solution providers, KIBS firms need to invest competencies that supports their capacity to solve
customers? problems. We examine how KIBS firms address this challenge by investigating
how solution-provision competence (SPC), as a firm-level competence, contributes to the
delivery of effective solutions, and how and when KIBS firms leverage SPC to transform
knowledge gained from various search paths into effective solutions for customers. The results
show that distal search enriches knowledge diversity, which helps foster solution-provision
competence but only up to a point, after which the relationship turns negative, with distal search
showing a diminishing effect on solution-provision competence. In addressing the diminishing
returns of distal search to solution-provision competence, we show that higher levels of
proximal search and strategic flexibility reverse the diminishing effect of high levels of distal
search on solution-provision competence; however, employee collaboration did not help
counter the diminishing returns (e.g., marginal benefits). Finally, we demonstrate that solutionprovision
competence helps KIBS firms offer effective solutions tailored to business customers?
specific needs.

Additional publications